Healthcare Analytics Summit 2014 Healthcare Analytics Summit 2014

Keynote Sessions

Educational Breakout Sessions

Outcomes Improvement Case Study Sessions

Panel Q&A

Analytics Walkabout Sessions

Pre-Summit User Group Sessions

Cherbon VanEtten

Director Education, Health Catalyst

Kathy Merckley

Vice President, Health Catalyst

Peter Monaco

Senior Business Intelligence Developer, Health Catalyst

Russ Staheli

Vice President, Health Catalyst

Mike Noke

IS Associate Director, Enterprise Data Warehouse, Partners HealthCare

Myra Davis

Sr. Vice President and CIO, Texas Children's Hospital

Dan LeSueur

Technical Operations, VP, Health Catalyst

30-40 Stations with Multiple Presenters

From Health Systems Across the Country

Charles Macias, MD

Chief Clinical Systems Integration Officer, Texas Children’s Hospital

M. Bridget Duffy, MD

Chief Medical Officer, Vocera Communications, Inc. Former Chief Experience Officer, Cleveland Clinic

Daryl Morey

Houston Rockets’ General Manager, Managing Director of Basketball Operations

Jim Collins

Best Selling Author including Built to Last, Good to Great, and Great By Choice

Ed Catmull

Co-founder of Pixar, President of Pixar and Walt Disney Animation Studios

Gregory A Spencer, MD

Chief Medical & Chief Medical Information Officer Crystal Run Healthcare

Amir Dan Rubin

President and CEO Stanford Health Care

Dr. Robert Sawicki

Senior Vice President, Supportive Care OSF Healthcare

Vi Shaffer

Research Vice President, Global Industry Services Director, Healthcare Providers, Gartner

Timothy G. Ferris, MD, MPH

Senior Vice President for Population Health Management, Partners HealthCare

Timothy Sielaff, MD, PhD, FACS

Chief Medical Officer Allina Health

Frederick C. Ryckman, MD

Professor of Surgery/Pediatric Surgery SVP, Medical Operations Cincinnati Children’s Hospital

Dan Burton

Chief Executive Officer, Health Catalyst

Christopher S. Russi, DO, FACEP

Chair - Division of Community Emergency Medicine Mayo Clinic

James J. Dearing, DO, FACOFP, FAAFP

Vice President, Chief Executive Officer Chief Medical Officer Accountable Care Organization Honor Health

Louis G. Cervone, Jr.

Director of Business Intelligence at Crystal Run Healthcare

Leslie Hough Falk, RN, MBA

Vice President Customer Success, Health Catalyst

Stephanie Lenzner, MSHA, MBA

Vice President, Enterprise Performance Management Children’s Hospital of Wisconsin

John Wadsworth

Vice President, Technical Operations, Health Catalyst

Christopher D Spahr, MD

Chief Quality Officer, Children’s Hospital of Wisconsin

Roopa Foulger

Executive Director, Data Delivery OSF Healthcare

John Henderson

Assistant Vice President, Texas Children’s Hospital

Sreekanth Chaguturu, MD

Vice President for Population Health Management, Partners HealthCare

Steve Barlow

Co-Founder and Senior Vice President of Client Operations – Health Catalyst

Christopher Kodama, MD, MBA, FAAP

President, MultiCare Connected Care

Dale Sanders

Senior Vice President, Health Catalyst

Mark Hohulin

Senior Vice President, Healthcare Analytics OSF Healthcare System

Brent Dover

President – Health Catalyst

Holly Rimmasch

Chief Clinical Officer – Health Catalyst

David Larson, MD

Associate Professor of Radiology (Pediatric Radiology) Stanford University Medical Center

Spencer H. Kubo, MD

Chief Medical Officer of BioControl Medical United Heart & Vascular Clinic Allina Integrated Medical Network

Jay T. Bishoff, MD, FACS

Director, Intermountain Urological Institute Intermountain Healthcare

Christi McCarren, RN, MBA, CPHQ

Vice President, Retail Health & Service Lines Multicare Health System

Elaine Whaley

Director, Infection Prevention and Control, Texas Children's Hospital

Terri Brown, MSN, RN, CPN

Assistant Director, Clinical Outcomes & Data Support; Research Specialist, Center for Research and EBP Texas Children’s Hospital

Joseph Pollman

Executive Director, Business Knowledge Management Community Health Network

Thomas D. Burton

Co-Founder and Senior Vice President of Product Development, Health Catalyst

Eric Just

Vice President of Technology, Health Catalyst

Jake Mickelsen

Lean Six Sigma-Black Belt Quality Improvement Education Manager Department of Radiology Stanford University

Mark Mullarkey

Senior Vice President Texas Children's Hospital President Texas Children’s Physician Group

Anne-Marie Bickmore

Vice President, Health Catalyst

Gene Thomas

Vice President and Chief Information Officer Memorial Hospital Gulfport

Kathleen Carberry, R.N., M.P.H.

Director, Outcomes and Impact Service Texas Children’s Hospital

David Bertoch

Vice President, Informatics Children’s Hospital Association

Brian Carlson

Director of Health Care Intelligence Allina Health

Chris Harper

Director of Business Architecture and Analytics University of Kansas Medical Center

Eugene Kolker, PhD

Chief Data Officer Seattle Children's Hospital

John A. Merenich MD, FACP, FNLA

Medical Director, CO Kaiser Permanente Clinical Informatics and Decision Support

Bobbi Brown

Vice President, Financial Engagement Health Catalyst

Bryan Oshiro, MD

Chief Medical Officer, Health Catalyst

Greg Stock

CEO, Thibodaux Regional Medical Center

Ensor E. Transfeldt, MD

Orthopedic Spine Surgeon Twin Cities Spine Center Allina Integrated Medical Network

Susan Chapman Moss, M.P.H.

Vice President, Business Planning and Market Development Partners HealthCare

Marie Dunn

Director, Analytics, Health Catalyst

Linda Fehr, RN

Division Director, Supportive Care OSF HealthCare

Jonathan E. Gottlieb, MD

Executive Vice President and Chief Medical Executive Indiana University Health

Rich Pollack, MS CHCIO, FHIMSS

Vice President and CIO VCU Health System

Kate Mundell MBA, PMP

Program Manager, Clinical Collaboratives MultiCare Health System

Samuel L. Volchenboum, MS, MD, PhD

Assistant Professor of Pediatrics, Director, Informatics Program, The University of Chicago Medicine

Terrill Wolf

Manager, Data Architecture, Clinical and Business Analytics, Stanford Health Care

Building a Full-featured Sustainable Ecosystem to Support Enterprise-Wide Biological and Clinical Research

Samuel L. Volchenboum, MS, MD, PhD (Assistant Professor of Pediatrics, Director, Informatics Program, The University of Chicago Medicine )

How Allina Uses Analytics to Improve Outcomes (including documentary)

Timothy Sielaff, MD, PhD, FACS (Chief Medical Officer Allina Health )

Concluding Session – Health Catalyst Academy

Thomas D. Burton (Co-Founder and Senior Vice President of Product Development, Health Catalyst)
Cherbon VanEtten (Director Education, Health Catalyst)

H – Panel: Our Most Advanced Customers: How to Meet the Growing Demands of Increased Success

G – Panel: ACO and Population Health Best Practices

F – Panel: Patient Safety and Patient Injury Prevention Best Practices

E – Panel: How to Maximize your EDW and Analytics Investment with a Services-Value Approach

D – Advanced SAM Best Practices

John Wadsworth (Vice President, Technical Operations, Health Catalyst)

C – Panel: Advanced EDW Best Practices

B – Panel: Best Practices in Sepsis Improvement

A – Developing Your Analysts

Russ Staheli ( Vice President, Health Catalyst)
Peter Monaco (Senior Business Intelligence Developer, Health Catalyst)

The Health Catalyst Outcomes Improvement Guidebook

Holly Rimmasch (Chief Clinical Officer – Health Catalyst)
Steve Barlow (Co-Founder and Senior Vice President of Client Operations – Health Catalyst)

This session will introduce the Health Catalyst Outcomes Improvement Guidebook, which is designed as a pragmatic “how-to” resource.

The Guidebook consists of the following major sections:

Outcomes Improvement Teams.  Describes how to organize permanent outcomes improvement and data governance teams including charters with decision rights.

Analytics System.  Describes data integration into a single source of truth, clinical and non-clinical hierarchies, administrative registries, and metrics and visualizations.

Best Practice Library.  Describes the library of Starter Set resources designed to accelerate best practice consensus development and adoption.

Adoption Framework.  Describes the assessment methodology to define the gap between current state and best practice, the seven-step process to accelerate adoption of best practices by front-line personnel, and adaptive leadership training.

Appendix.  Contains copies of practical resource materials such as team charters and job descriptions for team members.

The University of Chicago Center for Research Informatics - Building a Full-Featured Sustainable Ecosystem to Support Enterprise-Wide Biological and Clinical Research

Samuel L. Volchenboum, MS, MD, PhD (Assistant Professor of Pediatrics, Director, Informatics Program, The University of Chicago Medicine )

Successful Physician Engagement in one Community Hospital

Greg Stock (CEO, Thibodaux Regional Medical Center)

Welcome, Opening Keynote

Dan Burton (Chief Executive Officer, Health Catalyst)

Keynote Speakers
Dan Burton – Welcome
CEO, Health Catalyst
Daryl MoreyHouston Rockets’ General Manager
“Bringing Analytics to the NBA”
Jim CollinsAuthor / Co-Author of 6 books including Built to Last, Good to Great and Great By Choice
“Greatness in Turbulent Times”

Greatness in Turbulent Times

Jim Collins (Best Selling Author including Built to Last, Good to Great, and Great By Choice)

Change is accelerating, uncertainty is permanent, and chaos is common.  Why do some leaders and organizations thrive in uncertainty, even chaos, and others do not?  They don’t merely react:  they create.  They don’t merely survive:  they prevail.  They don’t merely succeed:  they thrive.In this session Jim will cover a number of topics including:

  • How the most successful leaders embrace effective behaviors needed to build great organizations
  • Why leaders who understand their organization’s passion, ability, and economic engine are more likely to build great enterprises
  • Where great organizations place their big bets, and how they use those to scale innovation
  • What productive paranoia can help organizations do (and perhaps more importantly, not do)
  • How great leaders think about luck, and what they do with the luck they get

As you think about this session, ponder two of Jim’s most frequently cited quotes:

“Greatness is not a function of circumstances.  Greatness is largely a matter of conscious choice, and discipline” – Jim Collins

“Whether you prevail or fail depends more on what you do to yourself than on what the world does to you.” – Jim Collins

Building Creative and Innovative Organizations

Ed Catmull (Co-founder of Pixar, President of Pixar and Walt Disney Animation Studios)

Ed Catmull outlines techniques and ideas on leading creative and innovative organizations. Some of the leadership philosophies he explores are:
Addressing hidden barriers to creativity and innovation

  • Uncoupling fear and failure
  • Getting the team right (if you want to get the ideas right)
  • Preparing for unknown problems
  • Making the process better, but knowing the true goal is to make something great
  • Ensuring that a company’s communication structure does not mirror its organizational structure.

Behind the Traditions and Rituals
Long before Pixar was one of the world’s most successful movie studios, it was a small hardware company struggling to stay afloat. Ed Catmull, who co-founded the company in 1986 with Steve Jobs and John Lasseter, led Pixar toward its goal of making the first-ever computer animated movie, in turn growing it into the creative, innovative force it is today. Devoted fans of Pixar movies will enjoy this look behind the scenes of the heretofore mysterious world of Pixar, as well as learning about the underlying principles behind their approach. Catmull will also talk about working with Steve Jobs—how Jobs contributed to Pixar and how Pixar transformed Steve Jobs.”

The Moneyball Philosophy: Bringing Analytics to the NBA

Daryl Morey (Houston Rockets’ General Manager, Managing Director of Basketball Operations)

With an unparalleled expertise, Morey provides insights into how leaders can introduce new analytics practices to their organizations. Audiences learn tactics to better structure their own organization’s teams, assets, and systems. Morey provides concrete strategies—even drilling into the statistical science driving the Big Data-Analytics movement, for those groups seeking a true “nuts and bolts” takeaway.

How Partners Uses Analytics to Improve Population Health Outcomes

Timothy G. Ferris, MD, MPH (Senior Vice President for Population Health Management, Partners HealthCare)

Delivering Excellence at Stanford Health Care

Amir Dan Rubin (President and CEO Stanford Health Care)

TBA

Healthcare Analytics Market Overview

Vi Shaffer (Research Vice President, Global Industry Services Director, Healthcare Providers, Gartner)

TBD

Using Data to Transform the Patient Experience

M. Bridget Duffy, MD (Chief Medical Officer, Vocera Communications, Inc. Former Chief Experience Officer, Cleveland Clinic)

Healthcare organizations today face tremendous pressure to achieve clinical and financial results, often leading to a focus on efficiency and financial performance at the expense of the patient experience. However, organizational and clinical research has demonstrated that the patient experience also influences safety, clinical quality, and financial results.

Leveraging the power of data, there no longer needs to be a tradeoff as we put the science behind the human experience of care. Using a combination of courageous leadership, organizational commitment to a new strategic directions, engaged doctors and nurses, and a systematic way to continuously identify and close gaps in the patient experience, we can restore the human connections in healthcare while still enabling providers to improve clinical outcomes, financial performance and market differentiation.

As a leader in the patient experience movement, Dr. Duffy has spent more than 20 years defining the components of an optimal healing environment and designing innovative ways to restore humanity to healthcare. Dr. Duffy’s work has earned her several accolades. She was named the “2015 Woman of the Year” by Women Health Care Executives and selected as one of the “Most Influential Women in Bay Area Business for 2015” by San Francisco Business Times. In 2014, Dr. Duffy was recognized as a “Health IT Change Agent” by Health IT Outcomes and named among the “Top 50 in Digital Healthcare” by Rock Health. She also earned the Quantum Leap Award for taking the risk to spur internal change in the field of medicine, and was featured in HealthLeaders magazine as one of “20 People Who Make Healthcare Better.”

Panel – Data Governance in Healthcare

The formal governance of valuable assets in corporations and organizations— people, finances, buildings, brand image, equipment— has been in existence for hundreds, maybe thousands, of years. The digital era of human and corporate evolution introduced a new and valuable asset— data. In this new and unprecedented area of asset governance, health system executives are increasingly challenged to define a pragmatic data governance strategy that maximizes the value of data to the mission of their organizations, while minimizing governance overhead.

Adding to that challenge, the competitive nature of the data warehouse and analytics market place has resulted in significant noise from vendors and consultants alike who promise to help health systems develop their data governance strategy. Having gone on his own turbulent data governance ride as a CIO in the US Air Force and healthcare, Dale Sanders, Senior Vice President at Health Catalyst will facilitate a panel with members from multiple health systems who are in different stages of implementing data governance principles. Some topics they will cover will include

  • General concepts of data governance, regardless of industry
  • Unique aspects of data governance in healthcare
  • Common challenges and lessons learned establishing and running healthcare data governance
  • The layers and roles in data governance
  • Data governance in different scenarios and stages

Big data: When Will Healthcare Be Ready?

Dale Sanders (Senior Vice President, Health Catalyst)

TBA

The Price is Right: The New World of Value-Based Healthcare

Thomas D. Burton (Co-Founder and Senior Vice President of Product Development, Health Catalyst)

TBA

Panel – Best Practices in Achieving Physician Engagement

Join Dr. Bryan Oshiro, MD Chief Medical Officer, Health Catalyst, as he facilitates a panel on key best practices in getting physician engagement. Key topics in the panel will include identifying and empowering physician leaders in key functional teams, compensating for leadership roles, educating and developing a common purpose, team-based approaches, giving quick, easy, and responsive access to the right data to identify problems and make recommendations, and supporting and empowering physician-led recommendations.

Attendees will learn:

  • The importance of physician engagement in quality improvement (the “why”)
  • To describe the challenges and barriers to truly have physicians lead quality improvement (“the what”)
  • To identify strategies to enhance physician engagement (the “how”)

Please join Dr. Oshiro as he brings his background spanning three decades of quality improvement and clinical practice, from Loma Linda University Medical School to Intermountain Healthcare, for what will be an engaging and enlightening session.

Panel – Precision Medicine and Research

TBA

Reducing Heart Failure Readmissions

Spencer H. Kubo, MD (Chief Medical Officer of BioControl Medical United Heart & Vascular Clinic Allina Integrated Medical Network)

TBA

Improving Spine Outcomes

Ensor E. Transfeldt, MD (Orthopedic Spine Surgeon Twin Cities Spine Center Allina Integrated Medical Network)

Establishing a Data-Driven Culture and Analytics Team

TBA

Eliminating Waste and Reducing Cost: Re-Inventing Value in Cincinnati Children’s

Frederick C. Ryckman, MD (Professor of Surgery/Pediatric Surgery SVP, Medical Operations Cincinnati Children’s Hospital)

Healthcare will not be able to save enough money by continuing to focus on reducing costs in supply chain, labor costs, and procedures.  We must move to standardizing essential elements of care where the bulk of our costs reside.  Standardization leads to improved safety, efficiency, reliability, patient experience, and outcomes.  And surprisingly, it also leads to greater opportunities for customization when done well.  Join Dr. Frederick Ryckman, Sr. Vice President of Medical Operations, as he shares successes and outcomes in eliminating waste and reducing costs in Cincinnati Children’s Hospital.  Some highlights include:

  • Use of mathematic modeling techniques to “right size” intensive care units and manage urgent and emergent OR case load
  • 10.5 Million in preventable costs through standardization of surgical site infection (SSI) prevention
  • Improve Nurse at the Bedside Staffing and Work flow through predictive modeling and census prediction
  • Use of Tablet based Situational Awareness model to improve workflow and real time information for managers and leaders
  • Using patient entered data to manage chronic complex diseases.

Predictive Analytics at Crystal Run: 3 Examples

Gregory A Spencer, MD (Chief Medical & Chief Medical Information Officer Crystal Run Healthcare)
Louis G. Cervone, Jr. (Director of Business Intelligence at Crystal Run Healthcare)

TBA

Improving Oncology Outcomes at Kaiser

John A. Merenich MD, FACP, FNLA (Medical Director, CO Kaiser Permanente Clinical Informatics and Decision Support)

TBA

How Mayo Clinic Standardized Care Across 22 Emergency Departments

Christopher S. Russi, DO, FACEP (Chair - Division of Community Emergency Medicine Mayo Clinic)

Organizations pursuing an M&A strategy while trying to achieve clinical standardization face a unique set of challenges. The piecemeal addition of facilities often results in sites with dissimilar cultures and conflicting approaches to clinical operations. This is problematic for two reasons. First, unless they create very clear, succinct operational efficiency to deliver high quality, they risk losing money. Second, variation between sites poses opportunity costs in terms of quality, when best practice clinical standards are not being consistently applied.

In 2012, Mayo Clinic Health System recognized the financial and quality opportunities of standardizing the clinical operations of their emergency departments. So, they tasked a physician-administrator dyad with an ambitious goal: harmonize the clinical operations of all 22 of Mayo’s emergency departments in Minnesota. The facilities ranged from Mayo’s flagship academic medical center ED to several small critical-access sites; in aggregate, the facilities saw over 350,000 patients annually.

While all Mayo facilities, the sites had different cultures, bylaws, physician compensation, and leadership structures. Adding to their challenge, many sites were paying below market-level salaries, and several were relying heavily on temporary physicians. With these challenges in mind, Dr. Christopher Russi, the chair of community emergency medicine, and Aaron Keenan, an operations administrator, were given the assignment to move forward and make this happen.

In this session, learn from Dr. Russi how they accomplished their tasks by

  • Reorganizing the 22 academic and community EDs under a singular leadership structure
  • Standardizing physician salaries across the EDs and creating a centralized recruitment process
  • Creating new, more appealing rotational roles for both physicians and physician leaders
  • Standardizing nursing education and protocols across facilities
  • Learning the importance of in-person visits critical to getting buy-in and driving change

Within one year the results included: reduced transfer rates, dropped service line write-offs, improved billing and coding, rising HCAHPS scores, and increased success with hiring and retention saving significant contract hiring costs.

How One Health System Restructured Their Organization to Support Accountable Care and Population Health

Christopher Kodama, MD, MBA, FAAP (President, MultiCare Connected Care)
Christi McCarren, RN, MBA, CPHQ (Vice President, Retail Health & Service Lines Multicare Health System)

TBA

An Accountable Care Case Study: Improving Palliative Care Outcomes

Dr. Robert Sawicki (Senior Vice President, Supportive Care OSF Healthcare)
Roopa Foulger (Executive Director, Data Delivery OSF Healthcare)
Linda Fehr, RN (Division Director, Supportive Care OSF HealthCare )

OSF HealthCare—one of the first Pioneer Accountable Care Organizations (ACOs)—has a strong history of providing outstanding quality improvement in healthcare within hospitals, clinics, home health and other health provider entities across Illinois. For ACOs to succeed under value-based care, it is critical that organizations effectively coordinate care in the effort to maximize quality and safety, while minimizing costs and waste. It is also imperative that ACOs understand patients’ needs and values and incorporate them into all health decisions.

Please join Dr. Robert Sawicki, Senior Vice President of Supportive Care, and Roopa Foulger, Executive Director, Data Delivery, representing OSF, the recipient of the 2014 Illinois Hospital Association (IHA) Institute for Innovations in Care and Quality’s first annual Tim Philipp Award for Excellence in Palliative and End-of-Life Care—as they discuss how they leveraged technology and data to launch a community-wide supportive care initiative that has successfully maximized value for the populations they serve.

Attendees of the session will:

  • Learn how OSF is improving healthcare quality and delivering on the Triple Aim.
  • Explore innovative ways to improve care coordination.
  • Discover how technology-enabled solutions drives community, patient, and physician engagement.
  • Understand the benefit of a team approach to improving care coordination.

ACO Analytics

James J. Dearing, DO, FACOFP, FAAFP (Vice President, Chief Executive Officer Chief Medical Officer Accountable Care Organization Honor Health)

TBA

Improving Radiology Outcomes

David Larson, MD (Associate Professor of Radiology (Pediatric Radiology) Stanford University Medical Center)
Jake Mickelsen (Lean Six Sigma-Black Belt Quality Improvement Education Manager Department of Radiology Stanford University)

Delivering On The Vision: Keys to Achieving Breakthrough Operational Perfomance

Mark Mullarkey (Senior Vice President Texas Children's Hospital President Texas Children’s Physician Group)

Clinical Standards Work To Improve Evidence-Based Care Delivery: A How-To Workshop

Charles Macias, MD (Chief Clinical Systems Integration Officer, Texas Children’s Hospital)
Terri Brown, MSN, RN, CPN (Assistant Director, Clinical Outcomes & Data Support; Research Specialist, Center for Research and EBP Texas Children’s Hospital)

Texas Children’s has driven the science of care delivery through Clinical Standards work emanating from their Evidence Based Outcomes Center (EBOC). The center produces evidence based guidelines, evidence summaries and evidence informed pathways through systematic development processes.  Over the course of 7 years, EBOC has developed over 38 full evidence based guidelines, has developed or supported the development of over 20 evidence based summaries, and has trained over 100 clinicians to develop evidence based products for use as shared baselines.  These efforts have led to decreases in unwanted care variation improving patient and financial outcomes. Additionally, this work is estimated to have eliminated millions of dollars of waste in care delivery.

This workshop will provide learners with a roadmap for developing and implementing clinical standards work in their own healthcare systems.  As TCH launches a national consortium of children’s hospitals who will collaborate on clinical standards work, this workshop will provide the background and theory necessary for participating in the consortium. However, the workshop is not limited to only those participants, as the learning is applicable to all settings.

Panel – Analytics at Community Hospitals

TBA

Panel – The Unique Analytics Needs at Children’s Hospitals

TBA

The ROI of an EDW and Analytics System: One System’s Assessment

Mark Hohulin (Senior Vice President, Healthcare Analytics OSF Healthcare System )
Roopa Foulger (Executive Director, Data Delivery OSF Healthcare)

TBA

Taking Waste Out of Healthcare: Making a big difference in Surgery, Robotics and Oncology

Jay T. Bishoff, MD, FACS (Director, Intermountain Urological Institute Intermountain Healthcare)

It is nearly impossible to point a surgical instrument, in any direction, in the OR , without finding an area where quality improvement processes can be implemented to improve outcomes and decrease significant amounts of waste and inefficiency resulting in better results with lower cost. Literally millions of dollars are being wasted every day in every OR in this nation and you can be the one who starts the process to stop the madness. In this session Dr. Bishoff will share the results from recent projects, which have had this exact result. He will demonstrate how leadership principles can be combined with quality improvement to make meaningful change.

After this session the participants will be able to :

  1. Understand how to untangle a stalled out process delivering poor results and identify specific impact points for meaningful and positive change
  2. Discuss many, specific examples of quality improvement resulting in better outcomes with significant cost savings
  3. Create a detailed plan of action turning quality improvement principles into specific projects when you return home from the conference.

Advanced Analytics and Tools to Succeed Under Population Health

Sreekanth Chaguturu, MD (Vice President for Population Health Management, Partners HealthCare)

Partners Healthcare, founded by Massachusetts General Hospital and Brigham and Women’s Hospital, is one of the largest accountable care organizations in the country with nearly half a million lives under population health management (PHM). In order to succeed in these new contracts, Partners HealthCare has developed a number of new analytical tools to understand drivers of health care cost trend for various patient cohorts and episodes of care. The speakers will describe the context in and the process by which they developed these PHM analytical tools, and the experience of engaging clinical and business leaders with these new analytics.

Improving Surgery Outcomes and Implementing a Culture of Change

Kathleen Carberry, R.N., M.P.H. (Director, Outcomes and Impact Service Texas Children’s Hospital)

Research has shown that the mean length of stay (LOS) for appendectomy procedures can vary significantly based on a number of factors, including severity of appendicitis (e.g. simple, complex), operating room availability, surgeon preference, nursing policies and hospital systems. Consistent with nationwide trends, Texas Children’s Hospital, a not-for-profit organization consistently ranked among the top children’s hospitals in the country, found that appendectomies represented a high volume (over 1000 per year) with significant variability in LOS, costs, and outcomes.

Upon further examination, additional challenges were identified including

  • No system in place to track clinician adherence to evidence-based guidelines or to monitor outcomes after guideline implementation
  • Incomplete, delayed, or retrospective data not gathered in a uniform way
  • Chart abstraction activities by research residents and fellows were sufficient for generating answers to research hypotheses, but were also time and resource consuming and not flexible and efficient for providing near real-time outcomes data necessary for guiding patient care

In this session, you can learn the approach that TCH applied to address these challenges including

  • Implementing a data warehouse to centralize and automate data distribution
  • Using patient population analytics to enable quick definition and refinement of patient populations and active measurement of proposed care improvement interventions
  • Permanent, integrated workgroups teams
  • Evidence-based best practices
  • Cultural transformation best practices to engage and educate clinicians
  • Nursing and family education efforts

This resulted in improved outcomes and reduced costs such as

  • Reduced simple appendectomy postoperative LOS by 36%
  • Reduced average direct costs for simple appendectomies by 19%
  • Increased postoperative simple order set adoption rates by 36%
  • Increased % of patients receiving recommended antibiotic by 53%

Analytics Walkabout

30-40 Stations with Multiple Presenters (From Health Systems Across the Country)

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The Analytics Walkabout is new to HAS’15. This experience consists of 35 – 45 different analytics-driven projects featured at individual stations. Attendees will be able to talk to front-line leaders at each station twice during HAS ‘15. The first Analytics Walkabout session will be during the Tuesday evening registration reception starting at 6:00 p.m. The second AW session will be during the 2 hour break after the last general session presentation prior to dinner.

These Analytics Walkabout stations are intended to be 10 minute sessions where you can quickly learn about analytics-related projects across a wide variety of clinical, financial, technical and leadership topics. Outcomes improvement often consists of a multitude of smaller, agile projects. We want to provide a wide variety of different projects, tailored for many different team member roles and types. Our intent is to provide something for everyone.

Of course, in the spirit of learning and fun, we will include an interactive game on the HAS 15 app, awarding points and prizes for those that complete at least 6 station visits. The following is a partial list of Analytics Walkabout projects:

  • Exclusive breastfeeding
  • Patient progress assessment
  • Readmissions
  • Heart failure
  • Evidence based decision making
  • VTE
  • Integration
  • How to select a vendor
  • Aligning ERP, EMR, and EDW strategies
  • Healthcare acquired conditions
  • Predictive analytics
  • Physician compensation model
  • Variance reduction in labs, rad, meds
  • Executive engagement, participation, and prioritization
  • Missing documentation transparency with physicians
  • Use of EDW for PQRS submission
  • Leveraging Community Care to change care delivery
  • Small and large bowel standardization
  • Analytics journey / data driven culture
  • OR dashboard, operational workflow
  • Palliative care
  • ACO
  • Episodes of care
  • Healthcare directions
  • Atlas meta repository
  • Organizational alignment
  • SPS
  • Population registries
  • Appendectomy outcomes
  • Financial ROI
  • Undiagnosed diabetes
  • Eligibility denial reduction in cardiology

What Others Are Saying About the Importance of Healthcare Analytics

  • "Rapid retrieval of relevant data is the most important benefit. Today, I can look up in a matter of seconds information that took me months to find in the past — if it was available at all. This night and day difference is so revolutionary, I feel like I’ve lived through the discovery of electricity."

    Dr. Charles Macias, MD, MPH, Associate Professor of pediatrics at Baylor College of Medicine Director, Center for Clinical Effectiveness and the Evidence-Based Outcome Center at Baylor/Texas Children's Hospital

  • “It is not just the delivery of care, but how to arrange for care delivery that we have to consider if we want to succeed as an ACO. We are doing a lot of ‘what if’ analysis now that we could not do before: Which patients go to a certain office? Are they sicker in one area as opposed to another? Answers to these questions help us arrange care to meet our population’s needs. We are becoming a medical logistics organization, and advanced analytics makes it possible.”  

    Greg Spencer, MD, Chief Medical Officer, Crystal Run Healthcare

  • “There’s a tremendous amount of excitement around here now about getting hands on data; we can’t get it to people fast enough. But that’s a nice problem to have – people want what your department can offer them.”

    Jon Brown, Vice President, Associate CIO, Mission Health

  • “The EDW has brought a whole new level of transparency to patient satisfaction in our organization. Now clinicians, operations personnel and executives throughout the hospital have access to dynamic data—and they can customize their views to see the information that interests them in the format they want to see it. The process is much more user friendly and effective than what we had in the past.”

    Ashley Simms, Senior Project Manager

  • "We look to patient satisfaction as a way to connect with families and see how well we’re serving them. It provides an important gauge of how effective our operations are in any particular unit of the organization. Now, with our satisfaction data integrated into the EDW, we can also analyze with accuracy how the quality improvement initiatives we’re implementing are affecting patient satisfaction. Having patient satisfaction as a balance measure to these other initiatives enhances the effectiveness of our improvement program."

    Elisa Mozley, Assistant Director of Patient & Family Services

  • Memorial has driven significant quality improvements over the years but we will eventually hit a wall if we can’t analyze and understand all of the data we’re collecting and build that knowledge into our decision-making process,”

    Gene Thomas, Chief Information Officer of Memorial Hospital at Gulfport, Mississippi.